2019年翻譯資格考試中級(jí)筆譯練習(xí)題：激勵(lì)優(yōu)質(zhì)員工

　　漢譯英

　　激勵(lì)優(yōu)質(zhì)員工

　　企業(yè)是否能夠發(fā)掘、吸引、并留住高素質(zhì)、高效率、能為企業(yè)建言獻(xiàn)策的人才，已經(jīng)成為企業(yè)確保競(jìng)爭(zhēng)力的決定性因素。

　　與發(fā)掘相比，我們更容易對(duì)優(yōu)質(zhì)的員工下定義。他們具有無(wú)限的精力與熱情，這些素質(zhì)即使在糟糕的日子里也能閃閃發(fā)光。他們富有創(chuàng)意，行動(dòng)敏捷，富有成效。他們不僅以振奮人心的言辭鼓舞著別人，而且身體力行，發(fā)揮表率作用。像這樣的員工能夠推動(dòng)企業(yè)攀登一個(gè)又一個(gè)高度。

　　問(wèn)題在于具備這些品質(zhì)的員工對(duì)于企業(yè)的競(jìng)爭(zhēng)對(duì)手而言也具有巨大的吸引力，所以很有可能被獵頭挖走。這樣的人才一旦流失，給企業(yè)帶來(lái)的經(jīng)濟(jì)損失是十分巨大的，這其中不僅包括高昂的培訓(xùn)成本，還包括生產(chǎn)能力的衰減和士氣的衰退。

　　然而，流失的高效員工并不都是被挖走的，有些人才是企業(yè)自己丟失的。高效員工離開(kāi)，通常是因?yàn)槠髽I(yè)不懂得如何留住他們。很多老板對(duì)于潛在的高效員工，尤其是年輕員工的追求一無(wú)所知或是漠不關(guān)心。

　　企業(yè)應(yīng)當(dāng)思考這樣的員工是可能如何看待一些重要的激勵(lì)因素的。

　　金錢仍然是一種重要的激勵(lì)因素，但老板不應(yīng)當(dāng)把錢看成是唯一起重要作用的激勵(lì)因素。事實(shí)上，高效員工認(rèn)為他們獲得豐厚的薪酬是理所當(dāng)然的。他們還尋求其他方面的動(dòng)力。

　　對(duì)于新人來(lái)說(shuō)，放權(quán)是一種尤其重要的激勵(lì)機(jī)制。高效員工渴望感到自己“擁有”能發(fā)揮自己創(chuàng)造力的項(xiàng)目。聰明的老板會(huì)提供這樣的機(jī)會(huì)。

　　具有挑戰(zhàn)性的工作對(duì)于高效員工來(lái)說(shuō)，是另一個(gè)關(guān)鍵性的激勵(lì)因素。高效員工覺(jué)得自己服務(wù)的企業(yè)對(duì)于未來(lái)的發(fā)展方向缺乏明確的認(rèn)識(shí)，他們就會(huì)喪失積極性。

　　企業(yè)應(yīng)該為高效員工提供自我發(fā)展的平臺(tái)。高效員工極度渴望發(fā)展技能，豐富履歷。提供“充電”的機(jī)遇是企業(yè)留住高效員工的另一個(gè)必要措施。他們的工作要多樣化，需要給他們時(shí)間進(jìn)行創(chuàng)造性思考，讓他們掌握新的技能。為高效員工配備師傅或?qū)�師，是企業(yè)決心推動(dòng)他們快速成長(zhǎng)的信號(hào)。

　　在能夠獲得良好的行政支持的環(huán)境下工作，員工能夠做出不俗的表現(xiàn)。員工都不愿意看到自己為企業(yè)獲得的成功僅僅因?yàn)樗�人的低效和支撐部門的無(wú)能而付諸東流。

　　最重要的是，高效員工，尤其是年輕的員工，希望感到他們服務(wù)的企業(yè)將其視為特殊的人才。一旦他們覺(jué)得企業(yè)將自己僅僅作為高效商品來(lái)看待，而不是作為人來(lái)加以重視，他們的忠誠(chéng)度一落千丈也就不足為奇了。相反，如果企業(yè)為員工的發(fā)展進(jìn)行投資，就很可能贏得他們的忠誠(chéng)，就能培育出高效創(chuàng)新的團(tuán)隊(duì)，這會(huì)讓競(jìng)爭(zhēng)對(duì)手感到惶惶不安。

　　參考譯文

　　Employment.

　　An organisation's capacity to identify, attract and retain high-quality, high-performing people who can develop winning strategies has become decisive in ensuring competitive advantage.

　　High performers are easier to define than to find. They are people with apparently limitless energy and enthusiasm, qualities that shine through even on their bad days. They are full of ideas and get things done quickly and effectively. They inspire others not just by pep talks but also through the sheer force of their example. Such people can push their organisations to greater and greater heights.

　　The problem is that people of this quality are very attractive to rival companies and are likely to be headhunted. The financial impact of such people leaving is great and includes the costs of expensive training and lost productivity and inspiration.

　　However, not all high performers are stolen, some are lost. High performers generally leave because organisations do not know-how to keep them. Too many employers are blind or indifferent to the agenda of would be high performers, especially those who are young.

　　Organisations should consider how such people are likely to regard important motivating factors.

　　Money remains an important motivator but organisations should not magine that it is the only one that matters. In practice, high performers tend to take for granted that they will get a good financial package. They seek motivation from other sources.

　　Empowerment is a particularly important motivating force for new talent. A high performer will seek to feel that he or she 'owns' a project in a creative sense. Wise employers offer this opportunity.

　　The challenge of the job is another essential motivator for high performers. Such people easily become demotivated if they sense that their organisation has little or no real sense of where it is going.

　　A platform for self-development should be provided. High performers are very keen to develop their skills and their curriculum vitae. Offering time for regeneration к another crucial way for organisations to retain high performers. Work needs to be varied and time-should be available for creative thinking and mastering new skills. The provision of a coach or montor signals that the organisation has a commitment to fast-tracking an individuals development.

　　Individuals do well in an environment where they can depend on good administrative support. They will not want to feel that the success they are winning for the organisation is lost because of the inefficiency of others or by weaknesses in support areas.

　　Above all, high performers - especially if they are young - want to feel that the organisation they work for regards them as special. If they find that it is not interested in them as people but only as high performing commodities, it will hardly be surprising if their loyalty is minimal. On the other hand, if an organisation does invest in its people, it is much more likely to win loyalty from them and to create a community of talent and high performance that will worry competitors.

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